Promoting Organizational Citizenship Behaviour Through High .docx

Promoting Organizational Citizenship Behaviour
Through High Involvement Human Resource
Practices: An Attempt to Reduce Turnover Intention
Yu Ghee Wee
Mohamed Dahlan Bin Ibrahim
Faculty of Entrepreneurship and
Business
Universiti Malaysia Kelantan
Kota Bharu, Kelantan, Malaysia
[email protected];
[email protected]
Kamarul Zaman Ahmad
College of Business Administration
Abu Dhabi University
Abu Dhabi
United Arab Emirates
[email protected]
Yap Sheau Fen
Department of Marketing, School of
Business
Monash University, Selangor,

Malaysia
[email protected]
Abstract— This study examines the possibility of inducing
organizational citizenship behavior (OCB) through human
resource (HR) philosophy and high involvement HR practices
administered at the workplace. Leader-member exchange (LMX)
is posited to be a potential mediator. Data was collected from
hotel frontline employees and analyzed through structural
equation modeling. Findings show that HR philosophy drives
the
formulation of the bundles of high involvement human resource
practices and such philosophy contributes to employees’
willingness in exhibiting citizenship behavior directed at
individuals (OCBI) as well as organizations (OCBO) as a whole.
High involvement HR practices, however, do not elicit OCB but
are significantly related to LMX, a new theoretical insight
which
should invite future research. Although exchanges between
supervisors and subordinates are proven to have influences on
employees’ willingness in performing OCB, LMX does not

mediate the relationship between high involvement HR practices
and OCB. Overall, hotel frontline employees participated in this
study exhibit more of OCBO as a whole, rather than OCBI; and
such behavior reduce their intention to leave. Both theoretical
and practical implications as well as avenues for future research
are discussed.
Keywords - Organizational citizenship behavior, human
resource
philosophy, human resource practices, leader-member exchange.
I. INTRODUCTION
For decades, researchers have concluded that HR practices
have a major impact on employee productivity and
commitment (Huselid, 1995; Huselid et al., 1997; Pfeffer,
1998; Pfeffer and Veiga, 1999; Vandenberg et al., 1999;
Wright et al., 2005). This essential role of HR practices are
further affirmed when scholars introduced the concept of
―high performance work systems‖, also called ―high
involvement work practices‖ (Walton, 1985; Womack et al.,
1990; Lawler et al., 1995; Wood, 1999) -- a belief that
employees are organizational asset rather than simply an
expense to be incurred (Wood and Wall, 2002). Although
conceptually supported and empirically tested on various
measurement scales and differing dimensions, none of the

studies have firmly reported any significant relationship
between bundles of high involvement HR practices and OCB.
Organ (1988:4) defined OCB as ―individual behavior that is
discretionary, not directly or explicitly recognized by the
formal reward system, and that in aggregate promotes the
effective functioning of the organization.‖ Such behavior is
―discretionary‖ because these extra role performances are
neither specified in job specification nor employment contract,
thus not formally required from employees and not enforced.
Meanwhile, some employees respond negatively
toward HR practices due to the attributions they make about
the management‘s purposes in implementing such practices
(Nishii et al., 2008). For example, organizations train and
develop employees in all aspects so as to avoid their skills
from being confined to only one specific area and
subsequently job rotation can follow to prevent boredom at
workplace. Employees may, however, perceive such move to
be motivated by a desire from management to cut cost
associated with reduction in number of hiring, thus they react
negatively and resent such practice. It is, therefore, suggested
in this paper that HR practitioners can realign employees
evaluation on HR practices by creating a ―visible‖ attribution
they can rely upon – HR philosophy. In addition, while HR
practices at work though proven to be highly effective in
inducing positive employees‘ behavior, such practices are
contingent upon the relational infrastructure formed among
employees within the organization. In other words,
relationship between subordinate and supervisor, in particular
may still affect employees‘ contentment with the work
environment as a whole in the organization.
Thus, this study departed from previous research in

four aspects. Firstly, since the units of analysis for this study
are operational or frontline employees from five-star hotels,
researcher focused on the essential four major conventional
HR practices, namely selective staffing, extensive training,
Annual International Conference on Human Resource
Management
and Professional Development for the Digital Age (HRM&PD)
Copyright © GSTF 2011
ISSN: 2251-2349
doi: 10.5716/2251-2349_HRM&PD52
performance evaluation and performance-based pay –a high-
involvement model proposed by Lawler (1986) which is seen
as the primary engine behind the evolution of contemporary
strategic HR management (McMahan, Bell, & Virick, 1998).
Secondly, HR philosophy is suggested to be the driver not
only for these high involvement HR systems but also OCB.
Thirdly, this study is the first to posit supervisor-subordinate
relationship (LMX) as the mediator between the links between
HR systems and OCB. Lastly, the researcher proposes an
integrated model, by relating the above propositions as a
viable strategy in reducing employees‘ turnover intention.
II. LITERATURE REVIEW
The essence of OCB sparked off as early as 1964 when Katz
(1964) introduced the importance of a class of discretionary
and spontaneous behavior that are beyond explicit role
requirements, that are essential for organizational
effectiveness. Examples of OCB include willingness to help,

gestures of goodwill, cooperation among co-workers,
prevention of problem, contribution of ideas and so forth. This
widespread interest in OCB stems from the fact that these
helping behavior contribute significantly to organizational
effectiveness because such behavior ―lubricate‖ the social
machinery of the organization and reduce conflicts, thus
increasing efficiency at the workplace.
A. HR philosophy, high involvement HR practices and
organizational citizenship behaviour
Employees‘ perception over high involvement HR practices
could be realigned and reaffirmed through the HR philosophy
embraced by the organization. While very limited studies
recognize the need to inputting HR philosophy as the main
driver for effective HR systems to be in place, no researcher
has attempted linking HR philosophy with the inducement of
OCB. An organization‘s HR philosophy dictates the over-
arching beliefs and values with regards to how employees
should be treated (Schuler, 1992). Bae and Lawler (2000)
confirmed that HR management values significantly
contributed to the formulation of high involvement HR
strategy. Butler, Ferris and Napier (1991), Lado and Wilson
(1994), Noe et al. (1997) and Ulrich (1997) conclude that
when top management values human capital as a source of
competitive advantage, this will enhance its link to HR
management function, where the stream of practices are more
integrative and invites reciprocity, and consequently its
employees is more likely to foster commitment and trust that
are the main ingredients for OCB. Eisenberger et al. (1986)
and Witt (1991) contend that employees form generalized
beliefs about the extent to which their organization appreciates
their contribution and cares about them, and such beliefs lead

to OCB. Therefore, the researchers posit:
Hypothesis 1: There is significant relationship between HR
philosophy and high involvement HR practices.
Hypothesis 2: There is significant relationship between HR
philosophy and subordinates‘ willingness in exhibiting OCB.
Underpinned by a social exchange model and relational
approach, the application of high involvement HR practices
signifies management long-term investment on employees and
invites a sense of obligation on part of employees to
reciprocate by exhibiting discretionary behavior which
contribute to organizational effectiveness (Blau, 1964) such as
working cooperatively with others and spend less time doing
things that do not benefit the organization (Leana and Van
Buren, 1999). Significantly, Morrisson (1996) maintains that
an organization‘s approach to HR management is instrumental
in inducing OCB. In this study, four conventional high
involvement HR practices are bundled and seen as vital in
encouraging the performance of OCB based on the following
justifications:
Selective Staffing
An organization‘s selection and socialization practices play
significant roles in establishing the tone of employee-
employer relationship (Shore and Tetrick, 1994). Selective
staffing policy requires an organization to spend a great
amount of time and money in choosing candidates rigorously
on the basis of how well they fit into the organization‘s overall
culture. Employees who have gone through intensive selection
process and passed various selection tests before getting hired,
would have been proud to be selected and share the same
organizational identity with others who are subsequently
recruited. Strong identification with organizational objectives

formed in the early stage of selection fosters the social
machinery among employees and elicit helping behavior.
As Lee (2001) pointed out, employees must have the
knowledge, skills, capability, and opportunity to perform both
their prescribed and their extra-role behavior. Such
knowledge, skills and capability can only be attained through
continuous training and development programme. OCB can be
elicited when employees are offered various kinds of training
and development programme. The great amount of energy
spent in coordinating various kinds of seminars and
workshops as well as financial resources invested by
management to further improve employees‘ skills at work, lay
foundation for social exchange relationship.
-Based Pay
Fair performance appraisal conducted in organization and
rewards offered based on the performance of employees
signify the highest level of recognition given by management
on employees‘ work. When employees are evaluated based on
objective criteria—according to the goals assigned to him or
her—rewards and benefits that follow convey that their great
performance are applauded and given credit because they have
been responsible for activities that help organization to reach
the stated objectives. A high level of perceived equity signals
to employees that the organization supports them and has their
well-being at heart (Eisenberger et al., 1986; Lawler, 1986). In
summary, the researchers contend that:

Hypothesis 3: There is significant relationship between
bundles of high involvement HR practices and subordinate‘s
willingness in exhibiting OCB.
B. Mediator: Leader-Member Exchange (LMX)
Based on the role-making model of leader-member exchange
(LMX) (Scandura and Graen, 1984) and complemented by
research suggesting one‘s relationship with supervisor forms
the foundation of their work perceptions and organizational
experience (Gertsner and Day, 1997; Wayne et al., 1997), it is
proposed that LMX could be a pivotal mediator of the
relationship between high involvement HR practices and
employees‘ willingness in performing OCB. One may expect
subordinates‘ perception on high involvement HR practices to
be significantly related to their relationship with supervisors
because almost all decisions related to HR activities lie with
supervisors. The positive outcomes of high involvement HR
practices can only be felt when the exchanges between
subordinate and supervisor are considerably high. Hence, the
effect of ―social capital‖ in contributing to pooling ―human
capital‖ as desired should never be ignored. Lepine et al.
(2002) in a meta-analysis of literature on OCB confirmed
leader support as its strongest predictor.
LMX and subordinate’s willingness in exhibiting OCB.
Graen and Scandura (1987) suggested a three-phase model of
LMX development, namely role taking, role making, and role
routinization. In this research study, the effectiveness of these

three role development stages are proposed to be subjected to
and highly dependent on the implementation of the four
conventional HR practices as bundled.
Specifically, in the first phase – role taking,
supervisor executes a ‗sent role‘ (request, demand and assign)
and upon receiving the role allocated to him or her,
subordinate responses by carrying out the specified duties.
Gradually, supervisor may allocate additional roles depending
on how receptive subordinate is in accepting and performing
the tasks. In the arms of HRM, such role taking process is
often facilitated during the selection process and
complemented further by the training and development
programs held in the organizations. During the selection stage,
supervisor exchanges information on the role and duties
subordinate has to play. Such information could only be
delivered if high quality exchanges exist between leader and
member. And subsequently, this will channel the leader to
analyzing the training needs and customize development
programme according to individuals. Thus, the process of
‗moulding the role‘ for the employees is often embedded in
HR systems characterized by high quality exchanges between
supervisor and subordinate.
In the next stage – role making – roles become more
clearly defined. Tasks completed by the subordinate will be
reviewed and discussed and high-quality LMX relationships
begin to unfold in which each part contributes to the growth of
the relationship. Clearly, such review is often conducted
through performance evaluation, followed by the provisional
of rewards and benefits. In perfecting the role making process,
supervisor may release tangible and intangible resources to
subordinate, in exchange for their successful collaboration on
task accomplishment. Increased influence, task opportunities

and autonomy in task completion may be provided by
supervisor, a sign of support towards subordinate‘s work.
In the final stage of role routinization – the behavior
between the supervisor and subordinate becomes interlocked.
A dyadic understanding evolves in which role expectations
become more routinized and supervisors and subordinates
continue to collaborate closely on tasks. And finally, when
role becomes stable in the last stage, provision of bundled high
involvement HR practices (i.e. selective staffing, extensive
training, performance evaluation and performance-based pay)
which dictates the future prospect of employee in the
organization, becomes an important concern.
Hence, social exchange relationship mooted out from
employees‘ satisfaction over the implementation of high
involvement HR practices is contingent upon the exchanges
they have with supervisors. If the response to an exchange is
not positive or if the exchange never occurs, opportunities to
develop high quality exchanges are limited and relationships
will likely remain at lower levels of LMX development
(Dienesch and Liden, 1986; Uhl-Bien et al., 2000). Thus, the
researcher proposes:
Hypothesis 5: Leader-member exchange significantly
mediates the relationship between high involvement HR
practices and OCB.
C. OCB and Turnover Intention
The relationship between OCB and turnover intention has not
been well researched and properly documented empirically in
Malaysia. Empirical studies have explored the relationship
among OCB, quit intention, and actual turnover. Chen et al.

(1998) and MacKenzie et al. (1998) reported a negative link
between OCB and quit intention. Similarly, both studies
confirmed an even stronger negative association between OCB
and actual turnover. Such findings affirm that such helping
behavior enhance group attractiveness, cohesiveness and
support, thus subsequently decreasing voluntary turnover
(George and Bettenhausen, 1990; MacKenzie et al., 1998).
The researcher posits:
OCB and subordinates’ turnover intention.
III. METHODOLOGY
Data was collected from frontline employees working in five-
star hotels located in Malaysia. Out of the 85 five-star hotels
identified from the membership directory of Malaysian
Association of Hotels (MAH), 40 hotels from 13 states in
Malaysia agreed to allow their employees to take part in this
research study. To avoid problems associated with common
method variance, data was collected from both subordinates
and supervisors. Only employees who have worked for at least
or more than two years were eligible to participate. This was
to ensure that the employees were in a justified position in
assessing HR philosophy, high involvement HR practices and
their relationships (LMX) they had with the supervisors as
well as their turnover intentions. We then proceeded with
distributing the second part of the questionnaire consisting of
OCB measurement scales to the respective supervisors.
Similarly, to ensure a fair evaluation on subordinate‘s OCB,
we made sure that this identified supervisor had known the
subordinate for at least two years. All constructs except for

demographic details, were assessed on the 7-point Likert
scale, where 1 represents ‗strongly disagree‘ and 7 ‗strongly
agree‘. The researchers adapted subscales of high involvement
HR practices from Bae and Lawler (2000) and six-item HR
philosophy developed by Lewin and Yang (1992). LMX is
assessed using the LMX-7 measure (Scandura and Graen,
1984). And the researchers employed OCB measures that were
developed by Williams (1988). Turnover intention was
measured on 3-item scale by Camman et al. (1979).
IV. FINDINGS
A. Descriptive analysis, exploratory factor analysis,
correlations and reliability
A total of 768 sets of questionnaire were distributed but only
514 were returned. These matched surveys were completed by
514 subordinates and 183 supervisors, yielding response rates
of 67% and 73% respectively. On average, these supervisors
evaluated OCB of three subordinates each, who work in the
same department. Based on the correlation coefficients, all of
the hypothesized relationships are supported, with each of the
construct reporting acceptable reliability, i.e. alpha coefficient
exceeding 0.50 (George and Mallery, 2003) and some beyond
0.70 (Nunnally, 1978), as shown in Table 1.
Table 1 Means, Standard Deviations, Reliabilities and
Correlations
Mean SD SS ET PE PB HRP PH LMX OCBI OCBO
SS 5.24 1.04 (0.777)
ET 5.16 0.88 .142** (0.744)

PE 5.29 0.89 .348** .277** (0.643)
PB 5.05 0.94 .281** .482** .447** (0.703)
HRP 4.99 0.57 .600** .607** .681** .754** (0.678)
PH 4.80 0.90 .207** -0.028 0.086 0.057 .159** 843
LMX 4.80 0.62 .409** 0.044 .231** .248** .434** .380**
(0.554)
OCBI 4.89 0.79 .275** 0.033 .140** .147** .245** .399**
.411** (0.728)
OCBO 5.06 0.89 .204** -0.033 .094* .099* .228** .711**
.502** .487** (0.882)
TI 3.55 1.51 -.100* -0.025 0.032 -0.034 -0.092 -.101* -.199** -
.098* -.226** (0.859)
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
SD= Standard deviation HRP= High involvement HR practices
SS= Selective staffing PH=Human resource philosophy
ET= Extensive training LMX= Leader-member exchange
PE= Performance evaluation PB=Performance-based pay
OCBI=Organisational citizenship behavior directed at
individuals
OCBO= Organisational citizenship behavior directed at
organisation
TI= Turnover intention
B. Confirmatory Factor Analysis
Confirmatory factor analysis (CFA) was conducted to examine

the construct validity on the proposed model which includes
all of the 46 items (before elimination of the six items which
loaded poorly in EFA) and the fit obtained is unacceptable
(χ
2
= 2139.99, χ
2/df = 2.206, p-value = 0.000, TLI = 0.839,
CFI = 0.849 and RMSEA = 0.052). Similar items which had
poor loadings in EFA, ITC and CITC analyses report very
high modification indices and severe residual errors in CFA.
Therefore, researchers decided to remove several items. Upon
such elimination, measurement model retains 41 items with
acceptable model fit indices reported (χ
2
= 1313.65, χ
2/df =
1.728, p-value = 0.000, TLI = 0.911, CFI = 0.917 and RMSEA
= 0.041). Loadings for all the 41 items are recorded with
standardized estimates exceeding 0.50 and critical ratio (C.R.)
exceeding 1.96.
C. Structural Equation Modeling
Table 2 shows the output of hypothesized relationships as
proposed in the research framework. The SEM output reflects
a satisfactory model fit for the proposed model (χ2= 1399.07,
χ
2/df = 1.829, p-value = 0.000, TLI = 0.898, CFI = 0.905 and
RMSEA = 0.043). Thus, the model exhibited a fit value
exceeding or close to the commonly recommended threshold
for the respective indices.

Table 2 Output of structural equation modeling
Fit indices: χ
2
= 1399.07, χ
2/df = 1.829, p-value = 0.000, TLI = 0.898, CFI = 0.905 and
RMSEA = 0.043
a S.E. is an estimate of the standard error of the covariance.
b C.R. is the critical ratio obtained by dividing the covariance
estimate by its standard
error.
*Correlation is significant at 0.05 level (2-tailed)
**Correlation is significant at 0.01 level (2-tailed)
***Correlation is significant at 0.001 level (2-tailed)
Hypothesis 1 could be fully supported because there is a
significant relationship shown between HR philosophy and
high involvement HR practices. HR philosophy is
significantly related to employees‘ willingness in exhibiting
OCBI as well as OCBO with path coefficients of 0.229 and
0.751 respectively. Thus, hypothesis 2 is substantiated.
Hypothesis 3, however, could not be supported because there
is no significant relationship found between high involvement
HR practices and either of the OCB. Nevertheless, remarkable
theoretical contribution is found in the study when LMX is
found to be significantly related to high involvement HR
practices. Hypothesis 4 can be fully supported because LMX
is significantly related to both OCBI and OCBO. However,
hypothesis 5 which proposes LMX as the potential mediator
could not be accepted because the requirements by Baron and
Kenny (1986) were not fulfilled. Since high involvement HR

practices do not influence employees‘ willingness in
Estimate S.E. C.R.
Critical
ratios
HRP <--- PH 0.047 0.023 2.077 *0.134
LMX <--- HRP 0.789 0.244 3.227 **0.243
OCBI <--- PH 0.284 0.071 3.984 ***0.229
OCBO <--- PH 0.865 0.085 10.153 ***0.751
OCBI <--- HRP 0.307 0.221 1.39 0.086
OCBO <--- HRP -0.066 0.148 -0.449 0.02
OCBI <--- LMX 0.328 0.07 4.71 ***0.3
OCBO <--- LMX 0.334 0.05 6.61 ***0.329
TI <--- OCBO -0.377 0.101 -3.727 ***0.216
TI <--- OCBI -0.026 0.095 -0.275 -0.016
performing extra-role behaviors, it is impossible to posit LMX
as the mediator which may affect the relationship between
these HR practices and OCB. Hypothesis 6 can only be
partially supported because only OCBO, and not OCBI, is
negatively related to employees‘ turnover intention (p-value <
0.001, path coefficient = -0.216).

V. DISCUSSION AND CONCLUSION
Overall, the measurement model found in this research study
is acceptable with key indices exceeding the threshold values.
All measures in CFA have high standardized factor loadings
exceeding 0.50 and critical ratio exceeding 1.96 (+/-),
providing support for adequate convergent validity. Therefore,
the bundles of high involvement human resource practices
which are perceived as important by frontline employees are
selective staffing, extensive training, performance evaluation
and performance-based pay. Although tested in different
context, consistent with Bae and Lawler (2000) findings, HR
philosophy embraced by these five-star hotels is significantly
related to the bundles of high involvement HR practices.
Interestingly, as supported by findings from Eisenberger et al.
(1986) and Witt (1991), when this philosophy sets the tone
right by conveying to frontline employees that they are
appreciated and treated as long term asset, these employees
exhibit more willingness in performing OCBI--helping
behavior dedicated to the individuals in organization as well as
OCBO--discretionary behavior that is directed at organization.
Nonetheless, contrary to findings in Western
countries (Podsakoff et al., 2000), bundles of high
involvement HR practices in this research study do not
significantly lead to employees‘ OCB. This research study
produces similar results with Pare and Tremblay (2007) which
examined the effects of five high involvement HR practices,
ranging from recognition, empowerment, competence
development, fair rewards to information sharing on OCB but
reported no significant relationship. This may be attributed to
previous evidence claiming the complexity of the nature of
HRM and the ―black-box‖ phenomena in which the direct
effect of HR practices on organizational performance is often
unexplained.

Consistent with the empirical evidence put forward
by Liden et al. (1997), Settoon et al. (1996) and Wayne et al.
(1997), LMX reports significant relationship with both OCBI
and OCBO. Since no relationship is recorded between high
involvement HR practices with OCB, thus the proposition of
LMX as the potential mediator is not supported. Because
respondents are made up by frontline employees who are of
non-supervisory and non- managerial, they might not perceive
quality exchanges with supervisor as particularly relevant or
important. Also, the Malaysian culture embraces collectivism
and is more hierarchical in nature where power distance tends
to be higher, compared to Western countries, thus exchanges
between subordinate and supervisor may have been somehow
limited (Hofstede, 1997) and insufficient to elicit OCB.
GLOBE studies (Gupta et al., 2002) ranked Malaysia at the
top among the Southern Asia cluster on humane orientation,
implying Malaysians‘ high tendencies to yielding to superior
authority, respecting hierarchical relationships (Abdullah,
1996; Ansari et al., 2004) and expecting leadership style to be
paternalistic (Farh and Cheng, 2002). Nevertheless, this
research study provides a new insight whereby high
involvement HR practices are found to be significantly related
to LMX. This shows that such HR practices facilitate the
exchanges between subordinate and supervisor in the three
stages of role taking, role making and role routinization.
Finally, output for hypothesis 6 supports the findings
of Chen et al. (1998) and MacKenzie et al. (1998) where
OCBO, not OCBI, is negatively related to employees‘
intention to quit. Frontline employees in this research study
who exhibit helping behavior directed to benefit organization
as a whole (OCBO) are less likely to quit. Overall, this batch
of frontline employees are more inclined to perform OCB

which benefits organization as a whole (OCBO), and
dedicating to specific individuals.
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Reproduced with permission of the copyright owner. Further
reproduction prohibited without permission.
Unit 5 Individual Project 6

American Intercontinental University
Project Type: MKT 651 Unit 5 Individual Project
The Executive Summary
Remember to always indent the first line of a paragraph (use the
tab key). The margins, font size, spacing, and font type (italics
or plain) are set in APA format. While you may change the
names of the headings and subheadings, do not change the font.
Introduction
tab key). The introduction should be short (2-3 sentences). The
margins, font size, spacing, and font type (italics or plain) are
set in APA format. While you may change the names of the
headings and subheadings, do not change the font.
Marketing Goals
Introduce the concept and cite the resources DO NOT use
the exact words… be sure to indent the first line of the
paragraph. This section of the paper must contain research -
which means that a citation must be included in the section
(Last name, year). The punctuation goes after the citation not at
the end of the sentence. If no author is stated: (Short Title of
Article, year). The punctuation goes after the citation not at the
end of the sentence.
The Situational Analysis

The SWOT Analysis
Customer Profiles
The Product Strategy.
The Advertising Plan

The Media Plan
Conclusion
Add some concluding remarks-can be a sentence or two.
References
NOTE: The reference list starts on a new page after your
conclusion.
Unit 4 IP Script
SLIDE
Script to Accompany Slide
Write a clear advertising media objective.
Slide 1
Define the advertising strategy.
Slide 2

Define the target audience.
Slide 3
Slide 4
Draft the creative message and how it will appeal to your target
market.
Slide 5
Slide 6
Describe the media mix and how you will reach the target
market.
Create a one-year media calendar with specific media choices
Slide 7
Slide 8
Define two traditional media, two digital media options and one
other medium that you believe will best appeal to your target
market. Justify your choices.
Slide 9
Slide 10
Create a one-year media calendar with specific media choices
Slide 11
Slide 12
Include a copy of your Media Calendar here

References
Reference list goes here
Unit 3 Individual Project 1
Abstract
This is a single paragraph, no indentation is required. The next
page will be an abstract; “a brief, comprehensive summary of
the contents of the article; it allows the readers to survey the
contents of an article quickly” (Publication Manual, 2010). The
length of this abstract should be 35-50 words (2-3 sentences).
NOTE: the abstract must be on page 2 and the body of the paper
will begin on page 3.
Introduction

headings and subheadings, do not change the font.
Customer Demographics and Psychographics: Current Customer
Demographics
Customer Demographics and Psychographics: Potential
Customer Segment
Customer Demographics and Psychographics: Psychographic
Profile
Customer Relationship Management: Two CRM Tools

Customer Relationship Management: Importance of CRM
Customer Satisfaction: Metrics
Conclusion
References
conclusion.

Unit 2 IP Script
SLIDE
Script to Accompany Slide
Company Competition
Slide 1
Slide 2
Segmentation
Slide 3
Slide 4
Targeting Customers
Slide 5
Slide 6
Product Positioning
Slide 7
Slide 8
Product Policy
Slide 9
Slide 10
Customer Lifetime Value
Slide 11
Slide 12

References
Reference list goes here
APA Papers 1
3
Unit 1 Individual Project
Abstract
This is a single paragraph, no indentation is required. The next
page will be an abstract; “a brief, comprehensive summary of
the contents of the article; it allows the readers to survey the
contents of an article quickly” (Publication Manual, 2010). The
length of this abstract should be 35-50 words (2-3 sentences).
NOTE: the abstract must be on page 2 and the body of the paper
will begin on page 3.

Introduction
headings and subheadings, do not change the font or style of
font.
Part 1: Brief Background of the Companies
Insert your verbiage here and cite the resources DO NOT
use the exact words… be sure to indent the first line of the
Part 1: Brief Background of the Industry
Insert your verbiage here and be sure to indent the first
line of the paragraph. Remember to use citations in the body of
the paper since you are doing research in this section.
Part 1: Describe the Strategies used by Each Company
Part 1: Compare and Contrast How Each Reaches its Market
the paper since you are doing research in this section. Part 1 of
the paper should be 2-3 pages in length and use research from
the library's full-text databases and the company's website.
Failure to use the articles will result in a grade no higher than
35/50 points for Part 1.
Part 2: Overview of a Marketing Strategy for a Sof-A-
Logue.com

Part 2: Analysis of linkages to 4 Ps
Part 2: Overview of Social Media Communications Marketing
Environment
the paper since you are doing research in this section. (Full-text
research required)Failure to use the articles will result in a
grade no higher than 21/30 points for this section.
Part 2: Situational analysis for Sof-A-Logue’s current business
goals
Insert your verbiage here and be sure to indent the first line of
the paragraph. Remember to use citations in the body of the
paper since you are doing research in this section.Part 2 of the
paper should be 4-5 pages in length and use research from the
library's full-text databases and the company's website.
Conclusion
NOTE:
· If you are not at the end of page 8 with content, your paper is
too short Do not insert extra spaces between paragraphs to make
your paper appear longer.
· If you are beyond page 15 with content, your paper is too
LONG. Do not change the font or margins to make the paper
appear shorter or longer
References
conclusion.

MKT650 Scenario
1
You really enjoy your job as the director of marketing at Sof-A-
Logue.com, a
personal e-communications company that is celebrating its 10-
year anniversary
this year. The anniversary of this social media communications
company is so
important that the executive management team has requested
that you lead
the marketing strategy portion of the strategic business plan this
year, and
include some celebratory branding elements to help continue to
push Sof-A-
Logue.com into the marketplace as an innovative, low-cost,
quality service
leader in communication technology.

The name Sof-A-Logue evolved from the various personal
communication
applications that allow family and friends to stay connected
from their home.
The idea is essentially “dialoguing from your sofa,” in the
comfort of your
home.
The company grew quickly through strategic acquisitions during
the past five
years. This rapid growth also led to an image problem in the
marketplace. A
recent survey showed that although the company is successful,
most
prospective and current customers do not know the brand.
Though the software
is often located on their cell phones, computers, and other
communication
devices, they are unfamiliar with the brand name.
Your company is now at a place where it needs to concentrate
on organic
growth to continue to build the brand and grow revenue.

Organic growth
means that a company builds its revenues by creating new
products, increasing
productivity, and growing sales. Therefore, organic growth will
be the number-
one business objective during the next five years, and brand
recognition and
awareness will be a number-one priority for the company and its
new products.
New Product Launches to Celebrate Sof-A-Logue’s 10th
Anniversary
Aligned with the organic growth plan, the company is
expanding its services to
include three low-cost, personalized, downloadable software
applications (apps)
known as custom-logues. The three custom-logue apps that you
will help
market and launch this year include:
Book-logues. This is a free e-book application that can be
downloaded to
an electronic reading device, cell phone, or computer with a
low-cost annual

subscription rate and has a full customized e-book library of
classics, best-
sellers, and newly released books.
Read-a-logue. This is a free downloadable audio app; it is a
cutting-edge
technology that is downloadable to a car’s computer system,
eliminating the
hassle of checking out audio books at a library or purchasing
them. A low-
MKT650 Scenario
2
cost annual subscription fee entitles the user to a universal
library of
current and classic books in all genres. The secondary target
market for this
product is children’s stories, designed for parents to download
to a personal

media device allowing children to listen to stories while
viewing pictures.
Coupon-a-logue. This is a low-cost coupon scanning program
app that
allows the user to download coupons from anywhere into a cell
phone. It
“dialogues” with merchant computers to add discounts to a
special “free
money” coupon savings account, which can eventually be
automatically
transferred to bank accounts.
You have been with Sof-A-Logue.com since its inception, so
you are attuned to
the many changes that have taken place over a very exciting
decade, and you
are looking forward to the future. Today, you jotted down where
the company
stands and will use this information as a guide for starting to
develop the
marketing plan. You decide to use the company’s public
relations boilerplate
that is printed on all of its news releases as a starting point. You
check out the

company’s Web site under the tab “About Us: Sof-A-Logue.com
At-a-
Glance,” which reads:
Sof-A-Logue.com is a premier social media company dedicated
to
enhancing the way customers converse in today’s wireless world
and the virtual realities of staying in touch with friends and
family by voice, text, picture, and e-mail.
Sof-A-Logue.com has 5,000 employees worldwide and a
regional
headquarters center-of-excellence office in four global regions
including the Americas, Asia Pacific, Europe, and the Middle
East.
With revenues approaching $5 billion, Sof-A-Logue.com
continues to expand
with a futuristic vision of personal and customized
communications systems
through strategic acquisition management and organic growth.
The company growth slated for this year is centered in the

Americas as
changing technology offers new and cost-effective ways to
reach more markets
and customers. Your responsibility for this project is going to
include the
following:
Building the Sof-A-Logue.com brand with a clear market value
proposition
Creating the plan’s product strategy
Using customer segmentation systems to develop product
customer profiles
Developing hybrid marketing campaigns to position Sof-A-
Logue.com as the
number-one personal communications company
MKT650 Scenario
3
Designing specific marketing programs for the three new

custom-logue
product launches this year

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